Project portfolio management Towards a new project prioritization process

Project Portfolio Management (PPM) is considered in the decision process's companies and organizations, as a way of managing endogenous hazards (poor management, technical problems, human problems ... etc.) and exogenous (evolution market, organizational change, etc. ...). The PPM is the heart of the company's economic performance. This explains the key role of PPM in developing the investment budget. The selected portfolio must consume the resources necessary for the implementation of projects that constitute it. These resources have become increasingly limited. Project prioritization becomes necessary to execute projects that will generate maximum revenues to the company. Thus, project prioritization process, however, have many limitations. On one hand, these processes are complex and are characterized by achieving multiple objectives, conflicting and difficult to measure. Furthermore, they are subject to many constraints from the inaccuracy of the data used in the estimation cycle, until the uncertainty on the values used in the analysis. Moreover, the information available to decision makers, to build these processes is often incomplete. A valid formal process to all organizations does not exist. The objective of this article is to propose a project portfolio prioritization process that takes into account the strategic and operational alignment of the organization.